The paper "A Marketing Strategy to Improve Tourism in Hong Kong" is a perfect example of a case study on marketing. The mission of the HKTB is to market Hong Kong as a world-class tourist destination among other Asian competitors (HKTB 2012). However, establishing a healthy competition strategy is the best way (Lumsdom 1997). This will help to build long-lasting conditions (Lumsdom 1997) on HKTB’ s part. One of the main strategies is to heighten the competitive advantage (Lumsdom 1997) of Hong Kong as a tourist destination by offering as many as possible tourist options (Lumsdom 1997), increase the tourist holding capacity in Hong Kong and employ the best yet feasible marketing strategy. There is a chance to seize the opportunity that has opened up what with Macau’ s infestation with SARS.
For HKTB, it is very likely that originally Macau-bound tourists will shift ways to other tourist destinations around (Laws 1991). This is why displaying Hong Kong as the second-best option at the present, as a marketing effort, promises to yield good results. 10% increase in the number of tourists in Hong Kong sets the hypothesis of this marketing plan but expectations are that even more tourists will turn in for Hong Kong’ s offers (HKTB 2012).
However, while the short term aim is to convert Macau’ s disadvantage to Hong Kong’ s advantage, the long term goal is to convince tourists that Hong Kong remains a leading tourist destination globally and maintain the new tourist influx as high as possible. This marketing plan explores various feasible options that will work with strict budgetary allocations for various undertakings and, at its best, serves to offer HKTB with a strategy that will help in achieving its present goals. Background InformationWhile tourism in Hong Kong remains the backbone of her economy, tourism performance has been the main focus of her tourism board.
Records for 2009, 2010 and 2011 indicate tourist arrivals as 29 591 000; 36 030 000 and 41 921 000 tourists respectively which indicate a rising trend that need to be sustained at all costs. Out of this, tourists from nearby markets (short-haul markets) carry the day almost doubling the number of tourists received from far markets (long-haul markets).
Similarly, tourists’ length of stay (LOS) has been, on average, 3.2 nights in 2009 that rose to 3.6 nights for both 2010 and 2011. Tourists’ satisfaction in Hong Kong has scored and maintained 8.3 pt/10 pt over the three years for the various purposes of their tours and this suggests high resilience and perfection of tourism in Hong Kong. As visitor per capita spending has recorded a rising trend over the three years (that is, 5770, 6728 and 7333 HK$ respectively), there will be a need to maintain a supply of tourist attractions to maintain and/or increase visitor’ s willing to spend.
For the above statistics, the bottom line remains that tourism in Hong Kong is growing and requires adequate funding for maintenance of high ratings and too, developing Hong Kong’ s tourism sector even further (HKTB, 2012).